Dem Projektmanagement wird bei alogis von der Initiierung bis zum Projektabschluss hoechste Aufmerksamkeit gewidmet

    Project management
    No journey without a route ...

    The more extensive the project, the more important project management becomes. The complexity of the project will increase with the quantity and scope of tasks to be done and their interdependencies, the number of people involved in the project and not least the time and budget restrictions in place. Intensive monitoring and control is absolutely essential. The aim is to plan and control projects, limit risks, exploit opportunities and achieve project goals in a timely manner and within budget, whilst maintaining the quality expected.

    We respond to this challenge by working closely with our customer and providing the right support.


    Project process models

    Project process models

    Process models, which are agreed with the customer and adapted to the project requirements, provide us with specifications for project phases incorporating milestones, roles and responsibilities, tasks/activities, work results, uniform terms and possible methods, technologies, tools and guidelines/standards.

    A selection of current process models:

    • Sequential process model (waterfall model)
    • Loop process model (extended waterfall model)
    • Spiral process model
    • V process model
    • Agile model (e.g. SCRUM)
    Team management

    Team management

    Sourcing, retaining and managing the right people at the right time for each project is managed by the team management.

    • Personnel resource planning
    • Putting a project team together
    • Project team development
    Quality management/controlling

    Quality management/controlling

    Quality management and project controlling reduce the risks in the project work and the risks of the project product. Key elements of quality management are:

    • Monitoring deadlines
    • Monitoring costs
    • Monitoring quality
    • Forecast
    • Overall assessment
    Configuration management

    Configuration management

    Configuration management defines, records, sorts and manages all the deliverables required in a project (tools and products, including: business specifications, technical specifications, test logs, user manuals, software components, software products).

    Configuration management topics:

    • Release management
    • Change management
    • Build management
    • Version management
    Risk management

    Risk management

    Risk management serves to consciously include and manage possible project-related disruptions in project management by systematically recording, evaluating and tracking project-related risks.

    • Avoid risks: e.g. adjust requirements
    • Reduce risks: e.g. plan solution or product redundancies
    • Transfer risks: transfer risks through insurance companies or through external service providers
    • Accept risks: e.g. keep resources available in order to manage problems
    Change management

    Change management

    Change management covers all measures necessary to enable the organisation concerned to adapt to and live with changes brought about by the project in the shortest amount of time possible.

    • Minimising implementation risks
    • Accelerating the implementation process through change management and prioritising changes for employee groups/departments
    • Change programme agreement with the customer in order to change company structures, reporting relationships, performance management, competence or task areas